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Performance Management in the Public Administration : Seven Success Factors (English)

This EFI Insight note distills the key principles of effective performance management in the public administration from literature and international good practice. First, it presents the objectives and different approaches and tools for performance management, and then it details seven success factors that should be considered when designing and reforming public sector performance management systems: (1) start performance management from the top; (2) align organizational and individual goals (‘clear line of sight’); (3) tailor performance assessment to institutional and job characteristics, and adequately differentiate between levels of performance; (4) improve manager judgment and diversify the sources of information for performance appraisals to ensure objectivity and fairness in assessment; (5) motivate staff through both intrinsic and extrinsic incentives; (6) enable staff through adequate opportunities for growth and development; and (7) embed performance management in organizational culture and practice.

Details

  • Author

    Schnell,Daniela Sabina, Mihes,Dimitrie Vasile, Sobjak,Emoke Anita, Van Acker,Wouter

  • Document Date

    2021/06/28

  • Document Type

    Report

  • Report Number

    161086

  • Volume No

    1

  • Total Volume(s)

    1

  • Country

    World,

  • Region

    The World Region,

  • Disclosure Date

    2021/06/28

  • Disclosure Status

    Disclosed

  • Doc Name

    Performance Management in the Public Administration : Seven Success Factors

  • Keywords

    Human Resource Management System; performance management; comparative analysis; individual performance management; performance management system; efficiency of government expenditure; senior civil servants; public sector productivity; level of performance; line of sight; growth and development; staff engagement survey; government wage bill; impact on performance; Extended Term Consultant; civil service job; organizational goal; Mental health services; Value for Money; availability of service; role in communication; Performance and Development; infrastructure and services; public sector worker; subjectmatter expertise; sense of mission; performance management model; performance management management; accountability for performance; privileges and immunity; pay and performance; performance management process; management accountability; performance appraisal process; public sector job; small business training; standard of performance; management and employment; senior civil service; performance and productivity; performance management performance; institutional capacity assessment; flexible work arrangement; public sector workforce; international good practice; career progression; monetary incentive; organizational culture; employee performance; performance rating; extrinsic incentive; diagnostic questions; Management Systems; organizational psychology; effective performance; improving performance; Performance Appraisals; Work Life Balance; work-life balance; quantitative indicators; horizontal mobility; performance assessment; personal development; monetary reward; public servant; goal alignment; unconscious bias; global lead; intrinsic motivation; Economic Society; developmental purposes; applied psychology; institutional safeguard; government employer; Performance Standards; strategic objective; short term consultant; work environment; employee development; routine tasks; professional development; internal mobility; organizational performance; administrative datum; organizational objective; empirical study; improved public; methodological approach; job satisfaction; telephone call; policy proposal; quantitative targets; best use; dental insurance; Medical Insurance; response time; customs agency; appropriate incentives; adequate opportunity; social recognition; performance objective; individual level; regular training; ambulance driver; standard performance; job enrichment; work assignments; working condition; reform strategy; performance orientation; sector employees; career prospect; job coaching; further training; enabling environment; target setting; classroom training; employee motivation; disciplinary system; external source; fixed percentage; performance categories; field workers; telephone inquiry; forest rangers; working day; modern technology; claims processing; processing time; organizational boundary; production activity; performance planning; coping activities; tax collection; random sampling; performance level; central tendency; assessment system; staff development; lower rate; halo effect; behavioral science; performance agreement; internal clients; Annual Pay Increase; corporate objective; organizational environment; administrative burden; corporate contribution; administrative service; Feedback provider; managerial performance; ITS Services; overall expenditure; research observer; policy prescriptions; behavioral economics; employee selection; administrative capacity; Economic Policy; work rule; in school; compensation system; employee participation; empirical evidence; new investment; government saving; incentive contract; focus group; management tool; accountability mechanism; appeal procedure; base management; professional growth; performance performance; multiple sources; citizen feedback; calibration process; staff survey; specific issue; institutional framework; legal reform; cognitive theory; in work; forestry development; Government Performance; european commission; human performance; empirical finding

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Citation

Schnell,Daniela Sabina Mihes,Dimitrie Vasile Sobjak,Emoke Anita Van Acker,Wouter

Performance Management in the Public Administration : Seven Success Factors (English). Equitable Growth, Finance and Institutions Insight Washington, D.C. : World Bank Group. http://documents.worldbank.org/curated/en/216271624867473714/Performance-Management-in-the-Public-Administration-Seven-Success-Factors